1. The Future of Work: The Social Side Christine Charles Managing Director Design 4 Growth

2. A post mining economy?
A digitally enabled society - changing demographics and expectations
A globalised professional industry
A cyclical industry
which promises:
Local Jobs
Local benefits
Diversity – Indigenous, women, cultural
SA Copper Strategy – The Future of Work September

3. CMEWA Workforce Report (2014)
Workforce is expected to decline but be around double the levels in 2004.
Labour productivity to increase and then plateau to 2025.
% women in the resources sector workforce is forecast to increase by 1.5% by 2020.
% Aboriginal people in the resources sector workforce is forecast to increase by 2.3% by 2020.
The construction workforce is expected to decline and the operational workforce is expected to peak before declining
% FIFO workers is expected to increase to slightly.
SA Copper Strategy – The Future of Work September

4. Recommendations from MCA Women and Mining dialogue (2007):
Attraction and Recruitment Strategies
Systems and Information
Attraction and retention of Indigenous women.
Structural changes to improve work practices flexibility.
Improvements in the Work Environment
Workplace Culture and Life Work Balance
Career Management and Development
Followed by a 2013 MCA Report – mixed results
SA Copper Strategy – The Future of Work September

5. Women in the Australian minerals industry
Women comprise around 15% of minerals industry workforce (both sites and corporate) compared to a national participation rate of 45%.
Women represent a much smaller proportion of employees at mine sites and minerals processing operations
Workforce participation rates (Treasury Intergenerational Report) - over the past few years in Australia the working age population (18-64) has increased by 170,000 per year. Based on current trends the ABS estimates that for the entire decade of the 2020s the working age population will grow by only 125,000
These statistics have been a key driver in the minerals industry seeking to better understand its own employment demographics and to look to areas where future labour sources can be found
In the minerals industry, the statistics are stark.
Women comprise only 18% of the total minerals industry workforce, which includes corporate office employees, site employees and a number of key service providers to the industry. As such it includes the high numbers of clerical and administrative personnel located in corporate offices as well as other non-technical roles
This compares to a national participation rate for women of 45%
Focussing specifically on mine sites and minerals processing operations, women represent 3% of all employees, with the majority of these in administrative, catering or non-technical roles.
The figures on Indigenous employment have improved markedly across the minerals industry in the past decade, however it is clear that gender diversity is an issue among Indigenous employees as well, with women comprising only 12% of all Indigenous employees.
SA Copper Strategy – The Future of Work September

6. 2014 Workforce Participation
SA Copper Strategy – The Future of Work September

7. Strategies for Success
Develop strategies to effectively engage and maximise opportunities for women.
Recognise the differing needs of women, including Indigenous women, historically disadvantaged women, or older women.
Develop policies and practices to eliminate discriminatory behaviours (culture of zero tolerance for discrimination
Recognise the costs of losing highly skilled and experienced staff, and capitalise on the benefits of workplace diversity
Provide visible leadership (especially from senior men) to achieve cultural change
SA Copper Strategy – The Future of Work September

8. Business Case for Diversity
Companies who want fresh ideas, strong growth, increased productivity, a positive company image and an enhanced ability to hire and retain the right people should be aggressive about workforce diversity. An inclusive workplace works for all groups and for the business.
SA Copper Strategy – The Future of Work September

9. Australian Defence Force
After nearly 18 months of consultation with the CDF Reference Group on Women and 17 roundtables with 200 ADF women across Australia, the Chief of the Defence Force (CDF) Action Plan for the Recruitment and Retention of Women was released in 2009, aiming to improve workplace flexibility, accountability and career management for women across the ADF.
SA Copper Strategy – The Future of Work September

10. ADF Action Plan
The action plan targets six priority areas and introduces a cultural change program.
The six priority areas are:
Enlistment
Workplace flexibility
Career management
Accountability
Mentoring, and
Communication.
SA Copper Strategy – The Future of Work September

11. Your Workforce meets many Corporate Objectives
To operate
Be productive
Ensure operational continuity
Grow innovation and success
Meet obligations and promises
Support local engagement
Meet Stakeholder expectations
SA Copper Strategy – The Future of Work September

12. Delivering on the Promise
In addition to the expected HR outcomes you should consider commitments made during permitting and construction:
Local and Regional employment
Diversity
Indigenous economic participation
SA Copper Strategy – The Future of Work September

13. An integrated approach – Employment, Procurement, Community Engagement and SCM
The reasons must be understood internally – the business case.
Policies, systems and processes must be linked.
In addition to systems, culture is the biggest determinant of success.
SA Copper Strategy – The Future of Work September

14. Working with Culture Understanding across cultures Shared vision
Skills
Roles and Responsibilities
Attitudes and Behaviours
Systems
Leadership
Rewards and sanctions
Valuing Diversity
SA Copper Strategy – The Future of Work September

15. Community Engagement and Economic Development
Diversity is everyone’s business
The elements identified for women echo the requirements for community development, external engagement and regional economic development
Addressing these issues through HR, across functions, in management capability and leadership is required
Internal cultural change and skill development is critical
SA Copper Strategy – The Future of Work September

16. Harnessing the Future A long view of the people you need
Collaboration within the workplace
Flexible and changing skills
Investment in innovation, leadership and disruption
Your workforce strategy is your best community engagement investment
SA Copper Strategy – The Future of Work September